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HoW CuLtUrE EmErGes In NeW GrOuPs

Chapter 12

How Culture Emerges In New Group

Organisasi membawa penciptaan kebudayaan baru ke dalam setiap individu – individu berdasarkan pengalaman yang sudah atau akan terjadi di Dalam suatu kelompok kecil. Jadi pembentukan budaya baru pada kenyataannya, diperlukan untuk memahami bagaimana budaya dapat berkembang dalam organisasi besar melalui kelompok kecil dengan cara interaksi (bertukar pikiran) dengan sesama individu untuk dapat lebih berkembang memahami proses pembelajaran kebudayaan dan kepemimpinan dalam suatu organisasi.

Group Formation Through Originating And Event Marker

Events

Untuk mengamati dan menganalisis bagaimana budaya dimulai, bagaimana suatu kelompok bersepakat dengan lingkungan External dan Internal, adalah dengan adanya / melalui suatu acara (Event) , yang dimana event ini sendiri lebih dimaksudkan untuk mengumpulkan orang – orang yang tidak saling mengenal untuk membentuk mikrokultur. Selain itu juga untuk dapat membentuk dan mengembangkan budaya yang positif antar sesama pegawai agar terbentuk hubungan komunikasi dan berbudaya yang baik di dalam organisasi.

How Individual Intentions Become Group Consequences

Pembetukan budaya yang diamati dari dekat bagaimana seorang individu melakukan

berbagai tindakan. Yang dimana dalam suatu kelompok salah satu anggota ada yang

lebih aktif dan sering memulai memberi masukan – masukan, ide – ide, dan saran

untuk berbuat lebih baik dalam organisasi yang dimana seorang individu tersebut

ingin lebih berpartisipasi dan membawa / memimpin kelompok kecil tersebut ke arah

yang lebih baik dan benar, selain itu juga untuk dapat membawa proses

pembelajaran

kebudayaan dalam berorganisasi yang positif dalam berinteraksi demi mencapai misi

dan tujuan organisasi yang maksimal.

Building Meaning Through Sharing Feeling

Originating event

– Environmental accident

– Decision by an originator to bring a

group of

people together for some purpose

– An advertised event or common

experience that

attracts a number of individuals

• Each member brings wealth of prior

learning in theform of assumptions,

expectations, and patterns of coping

• Initial sharing

Dealing With Assumptions About Authority

Every group must solve the problems of member

identity , common goals, mechanism Of

influence and how to manage both

aggression and intimacy

Stage 1 : Dealing with assumptions About Authority

“people oftentimes discover that they work in an organization without knowing its culture, without understanding how the organization

came to be what it is, or how the organization could be changed were its survival

threatened”

Socioemotional Focus

Stage 2 : Building Norms Around Intimacy

▪ At this stage,

intervension that

may be disturbing

are simply ignored

and laughed off.

▪ Strength: function

of the individual

needs of group

members & actual

experience

Fusion

The over personal

Others are the counter personalMade anxious by the implied level of intimacy

Most active guardians of the group harmony image

Group Intimacy

Pairing is Common at Stage 2

▪ Need for love and

intimacy can be easily

projected to members

• By projecting pair, The

group can maintain its

sense of solidarity

▪ We are great group, we like

each other, we can do

great things together

Revealing the Asumption

▪ Liking each other is not the goal of this group▪ Accept each other enough to enable learning and joint task performance▪ Crucial learning: a person can accept and work with another person without having to like him/her.

Two Basic Mechanism of Learning Involved

▪ Positive problem solving▪ Anxiety avoidance

Stage 3 : Group Work & Functional Familiarity

▪ Not only know what to expect at each other▪ Learn how to work together even if they don’t like each other

▪ Exerts less pressure to conform & build norms▪ Encourage some measure of individuality & personal growth

▪ Focus on the task

Stage 4 : Group Maturity

▪ The more the group has shared emotionally intense experiences, the stronger the culture of that group will be▪ Know who it is, what’s the role, how to accomplish mission, how to conduct its affair▪ Taken for granted

Summary

▪ To understand organizational cultures, it’s necessary

to understand culture origin

▪ By examining the stages of group growth &

development

▪ Basic socio-phsycological are raw material to

accomplish group’s task & to create viable

comfortable organization

▪ Norms that works gradually become cultural

assumption

HOW FOUNDERS / LEADERS CREATE ORGANIZATIONAL CULTURE

Chapter 13

CULTURE BEGINNIGS THROUGH FOUNDER / LEADER ACTION

Sources of Cultures

• The belief, values, and assumptions of the founders

• The learning experiences of group members as the organizations evolve

• New belief, values, and assumptions brought in by new members

Steinberg's, a Montreal grocery chain founded in

1917, appeared to be the picture of success. It was

opening new stores constantly, developing new

markets and new opportunities, bringing in millions

of dollars. Among other achievements, the chain

pioneered self-service and grocery carts in

Canada, thus offering significantly lower prices

than full-service competitors. The company went

bankrupt in 1992, after 75 years in business.

Samuel Steinberg,(1905 - May 24, 1978) was a Hungarian-born Canadian businessman, investor and philanthropist. He was an immigrant to Canada who transformed the grocery store founded by his mother, Steinberg's Supermarket.

Samuel Steinberg

Mission

Believed

Vision

Structure- His way or the high way

The analysis :

• Structure are important

•Something can became part of

the culture only if it works in the

sense of making the organization

successful and reducing anxiety

The lesson :•Culture does not survive if the main culture carriers departs

CULTURE CREATION (Fred Smithfield Enterprises Case)

Ken Olsen / DECKen Olsen / DEC

www.pcmag.com

Organization became larger and more complex

Less time to negotiateLess time to negotiate

Each other didn’t know each other

Dicipline or Freedom ?

Summary & Conclusions

▪ Organizations begin to create cultures through the action Organizations begin to create cultures through the action of founders or early leadersof founders or early leaders

Succeed Failed

Strong original cultures created

IF…IF…Environment

change

Disfunctional CHANGE some of its culture

Other leaders will

step in

Group fails early

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